From Plan to Payment
Planning, steering and paying with a cash flow platform – a guide for SMEs
Half of all small businesses can only last a few weeks without new money coming in.* This eBook shows you how to see, plan and steer your liquidity – and how the plan turns into payments that match the plan. With a checklist, practical examples and a chapter on AI.
* In 2020, half of all small businesses in the USA had fewer than 15 cash buffer days (JPMorgan Chase Institute).

About the eBook
Can we afford this? Can we hire someone? Where will we stand in three months? Every entrepreneur asks these questions, and the answer is in the bank account. The eBook shows you step by step how to answer them: see, plan, steer, pay.
Taken to its conclusion, planning has to steer payments too – otherwise it remains a report. That is why this eBook goes further than a classic guide: from rolling planning to invoice approval with thresholds to the question of when an invoice gets paid. Plus the duties of management and a compact chapter on AI that does the groundwork for you without taking the decision away from you.
Read more about cash flows and liquidity reservesIn other words: cash reserves are a key measure of a company's vitality, resilience and security.
Chapters
Pages
The proven craft of cash flow planning, rewritten for 2026: simple and pragmatic, with a focus on what you can put into practice. With current figures on liquidity reserves and insolvencies, two case studies from practice, one negative case study and a checklist.
Contents of the eBook
See
Liquidity, bank balance and cash buffer days
Plan
Ingredients, realistic plans, the outside view
Steer
Rolling planning, the 13-week view, early crisis detection
Pay
Invoice approval, timing of payments, company cards
AI
The building blocks, data protection and seven tasks for the AI
Practice
MYBALI COFFEE, Basenbox, Signa, rules of thumb and checklist
Trust your vision – but never underestimate the importance of well-managed cash flow. With international sourcing in particular you have to understand: growth costs money. And liquidity decides whether you make it through.
Sascha Bayu Handojo, MYBALI COFFEE
As a rule of thumb, I regard a reserve of at least six months as essential.
Martin Blaha
Taken to its conclusion, planning has to steer payments too – otherwise it remains a report.
Jürgen Faè
Extracts
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